Colleen C. O'Brien, Race, Romance, and Rebellion: Literatures of the Americas in the Nineteenth Century (Charlottesville and London: University of Virginia Press, 2013, $24.50). Pp. 224. isbn978 0 8139 3489 1.

2015 ◽  
Vol 49 (2) ◽  
pp. 424-425
Author(s):  
ANTONIO BARRENECHEA
2005 ◽  
Vol 45 (1) ◽  
pp. 18-37 ◽  
Author(s):  
A. J. Angulo

William Barton Rogers, conceptual founder of the Massachusetts Institute of Technology, pursued two interrelated careers in nineteenth-century America: one centered on his activities in science and the other on his higher educational reform efforts. His scientific peers knew him as a geologist and natural philosopher, director of the first geological survey of Virginia, author of over one hundred publications in science, and promoter of professionalization. His colleagues in higher education, meanwhile, thought of him as the reform-minded professor at the College of William and Mary and the University of Virginia, who later left the South and established one of America's first technological institutes. Comparatively little has been written about either of these areas of Rogers's life and career. We know much more about the scientific and educational thought of such figures as Louis Agassiz at Harvard, Benjamin Silliman at Yale, Joseph Henry at Princeton, and Alexander Dallas Bache at the helm of the Coast Survey. The literature on Rogers, by comparison, has offered little insight into his life and even less about his relationship to broader developments in nineteenth-century science and higher learning.


Author(s):  
Holden Thorp ◽  
Buck Goldstein

In 2012, the rectors of the University of Virginia carried out a failed attempt to oust President Teresa Sullivan, demonstrating how a lack of understanding of shared governance and the importance of the internal dynamics of a university can frustrate university trustees. Bart Giamatti said that a university presidency is “a mid-nineteenth-century ecclesiastical position on top of a late-twentieth-century corporation.” While trustees have some important formal powers, most of their influence is informal and has to be navigated within the internal customs and traditions of the university. Two leaders who have navigated these dynamics successfully but in very different ways are Mark Wrighton and Gordon Gee.


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